The Horizons Tracker
APRIL 24, 2022
Where things go wrong is not typically the growing span of control or communication difficulties, as is often stated, but rather the compounding of evaluators’ errors. This leads employees to overcrowd some projects despite minimal evidence that they’re likely to be the most profitable. ” Self-selection.
Leading Blog
OCTOBER 20, 2014
BTS, a global consulting firm, developed a highly effective system for launching and securing rookie talent on high-stakes projects. On every project, one person, such as the account manager, is the designated safety net. Management' When there’s a steep learning curve, you need to build a safety net under it.”
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Lead Change Blog
AUGUST 15, 2019
The study also found that 26% of new hires fail because they can’t accept feedback, 23% because they’re unable to understand and manage emotions, 17% because they lack the necessary motivation to excel, 15% because they have the wrong temperament for the job, and only 11% because they lack the necessary technical skills. Valley of Despair.
Marshall Goldsmith
JUNE 28, 2017
When giving feedback to your superstar performers, the key issue to recognize is that the “no news is good news” feedback approach is not an effective management technique for handling them. Don’t commit beyond your span of control. Be as honest as possible about future opportunities within the organization.
Harvard Business Review
NOVEMBER 4, 2016
Ken and Gail walk to her desk, where she meets her team and manager. He struggles during his first few meetings to understand the terminology, projects, and existing relationships. Clearly, there is a huge opportunity for managers to improve the onboarding experience for employees moving into new roles.
Harvard Business Review
FEBRUARY 15, 2011
In fact, the concept of span of control — a decades-old organizational design principle — was derived originally from communications research analyzing supervisors' interactions with various numerical sets of subordinates. If so, you're the exception rather than the rule.
Harvard Business Review
MAY 28, 2013
Over the past several years we have heard hundreds of managers talk about the negative impact of complexity on both productivity and workplace morale. In fact, the Catch-22 of complexity is that most managers don''t feel that they have the time to focus on it: Having the problem precludes the ability to solve it. Clear the underbrush.
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